DD2

Organizational Change Consulting

In unit one the discussion centered around the reinvention and culture of the

organization, the way business is conducted. This unit shifts the focus to what people

do by examining the role of an organizational development consultant, the diagnostic

process, and peoples’ resistance to change.

The OD Consultant

A change agent is a person or team responsible for beginning and maintaining a change

effort. Change agents may come from inside an organization, in which case they are

called internal consultants, or they may come from outside an organization, in which

case they are called external consultants. The role of the organizational development

(OD) consultant is to initiate, stimulate, and facilitate change. William Bridges

explains that things change but people transition (as cited in Montgomery, 2009). The

OD consultant is therefore concerned primarily with the people aspect of the change

events.

One of the basic roles of the consultant is to facilitate and teach the client how to

identify the problem, diagnose and solve the problem. This reduces the dependency of

the client on the consultant but also empowers the client and is associated with higher

corporate buy-in rates.

Clearly, OD consultants must have a number of skills in order to be successful. In

particular, consultants need to possess both leadership and management expertise. In a

leadership role, consultants should be able to facilitate rather than direct, keep

information flowing, and use multiple methods on a consistent basis.

Problem solving is another skill an effective consultant hones. He or she has to be able

to identify and focus on the next set of problems. Organizations and processes

experience flux, which often results in new and unanticipated problems, which cannot

be ignored. Inherent to the skill of problem solving, however, is valid diagnosis. So

how does an organizational consultant accurately decipher root problems?

The Diagnostic Process

The diagnosis is a two-fold process: an assessment of the variables, and a report on

possible corrective interventions. Diagnosis involves gathering data, interpreting the

data, identification of problem areas and options for solutions. Diagnostic tools consist

of interviews, surveys, instruments, observation and review of public records. To

many, diagnosis is the most important stage. Success or failure of change strategies is

dependent on several things but accurate diagnosis is critical. Failure to address the

root cause or intervening in processes that were previously fully functional is

inappropriate and costly change, but if the problem is properly diagnosed and the

intervention strategy appropriate, why can change still be so difficult for organizations

to enact smoothly?

Resistance to Change

Change is often problematic unless the cause and solution are readily transparent.

Generally speaking, change is often resisted. Resistance to change comes from two

sources: the individual and the organization. Individual resistance is most often due to

habit and security. There is comfort and a sense of security in knowing what is

expected by management. Fear of the unknown and group norms are also strong

correlates of change resistance.

As for the organization, systems are in place for evaluating performance, administering

benefits, and numerous other things, and the bureaucracy itself can act to prevent

change. People have titles and power and change might threaten those areas of

expertise and control or means of resource allocation.

Reference

Montgomery, L. B. (2009, June 17). Things change, people transition. Retrieved

October 15, 2009, from Ezine Articles Web site:

http://ezinearticles.com/?Things-Change,-People-Transition&id=2491013